Management Practices, ESG Incentives, and Corporate Communication in Organizations

Abstract

Organizations face increasing uncertainty, complexity, and changing stakeholder expectations, requiring them to continuously adapt their internal practices and strategic responses. This dissertation examines how organizational practices, incentive systems, and communication contribute to organizational effectiveness and resilience across different contexts. Drawing on four empirical studies, it explores the role of management practices, organizational structures, executive incentives, and managerial communication in shaping organizational and individual outcomes. The findings highlight the importance of aligning formal and informal organizational mechanisms with internal and external demands, while demonstrating that their effectiveness depends on the organizational and environmental context. Overall, the dissertation contributes to a broader understanding of how organizations can respond to evolving challenges through the design and implementation of management and governance practices.